Main Feature of Teams’ Organizational Structure
The discussion in this paper will revolve around teams’ organizational structure. This type of structure allows several teams to work in tandem or collaborate towards the accomplishment of a common goal. However, each team is allowed to perform its specialized tasks. The main feature of teams’ organizational structure, as explicated in Gonzalez’s (2021) study, is that it is less hierarchical. Similarly, it encourages members to be more flexible in the course of their daily operations. Another notable feature is that it makes it clearly known the person in charge while at the same strive to create a reliable sense of synergy to meet the set objectives.
Teams’ organizational structure will be utilized to meet the needs of the consulting business. For instance, it will be used to “facilitate sustainable social, economic, and environmental development opportunities for the good of businesses in the community.” This will allow employees to capitalize on their complementary skills for the best of the firm. Similarly, this organizational structure necessitates creativity, especially since sustainability and innovation require independent thinkers who are capable of identifying the needs of different clients.
Factors Within Teams’ Organizational Structure
The different factors within the teams’ organizational structure play a critical role in ensuring the consulting business meet its desired outcomes. Firstly, functions or departments make sure employees are grouped together based on their area of specialization. Therefore, specific team members will be identified to oversee the development of social, economic and environmental aspects– each aspect will be completed by employees with skills in that particular department. Secondly, on the chain of command, the focus will be to ensure each team is headed by a manger with every member having specific roles and responsibilities. Similarly, each manager will report directly to a designate chief administrative officer. Thirdly, the business will be decentralized in order to allow team managers to be decision-makers as opposed to relying on higher up departments for solutions. Allowing room for autonomy as explicated by Behravesh et al. (2020) ensures the teams are innovative and creative. Lastly, the level of formality in the teams’ organizational structure will be casual – this ensures members feel as a family and thus motivated to meet clients’ needs.
Organizational Theories
Scientific Management Theory
Scientific management theory (SMT) plays a critical role in streamlining activities and duties of teams’ organizational structure. According to McGovern (2020), scientific management theory emphasizes the need for leaders to “find the most effective way to complete each and every task, no matter how small” (p. 130). In other words, this theory strives to analyze and synthesize workflows. Therefore, SMT supports teams’ organizational structure by ensuring only skilled and qualified employees work on specific projects. It strives to identify and create efficient and effective teams. Similarly, SMT will ensure the members chosen are scientifically identified, trained and equipped with the necessary resources to perform to the full extent of their abilities within their respective departments. Most importantly, scientific management theory will guide leaders on how best to motivate employees– this can be achieved through recognition of individual achievements and incentives.
How Organizational Structure Impact the Effectiveness
Goal-Approach Model
Goal approach of organizational effectiveness aims at identifying organization’s output goals and, at the same, analyzes the measures put in place in attaining the set objectives. This is an important process because organizations must constantly strive to attain a certain level of output and profit margin. Organizational effectiveness, on the other hand, refers to “how well an organization has achieved full self-awareness” (Jha et al., 2019, p. 141). For example, it looks at the process leaders use in setting effective goals for employees, as well as the strategies, adopted in executing those goals.
It is important to note that teams’ organizational structure is directly linked to organizational effectiveness of the consulting business and ultimately goal attainment – this can be achieved through internal systems where individuals are grouped to achieve a given task. In the business scenario, the focus will be to ensure employees work within their specific departments (social, environmental and economic) in order to be efficient and effective. The members of each department will be encouraged to communicate regularly to ensure their skills and experiences are put to proper use. Consequently, there will be a total cut-down on time required to make decisions thus increasing the rate of production.
Disadvantages of Using Divisional Organizational Structure
Although divisional organizational structure could be used in this consulting business, it may fail to achieve the indented results. This is the case because every department in this type of structure works independently and does not support the idea of collaboration. It is more concerned with production at the expense of creativity and innovation. This will disadvantage the consultation business greatly, especially on its goal of becoming a sustainable and collaborative firm. Secondly, this structure is not appropriate because the business must exist in an environment where innovation and collaboration thrives – it allows people from different departments to work together towards achieving a specific objective. Unlike teams structure which measures effectiveness based on how members come up with a solution, divisional focuses more on productivity.
References
Gonzalez, R. V. D. (2021). Innovative performance of project teams: The role of organizational structure and knowledge-based dynamic capability. Journal of Knowledge Management, 43(7), 103–108.
Behravesh, E., Abubakar, A. M., & Tanova, C. (2020). Participation in decision-making and work outcomes: Evidence from a developing economy. Employee Relations: The International Journal, 19(7), 103–108.
McGovern, P. (2020). In search of theory? The workplace case study tradition in the 21st century. Industrial Relations Journal, 51(3), 136-152.
Jha, N., Potnuru, R. K. G., Sareen, P., & Shaju, S. (2019). Employee voice, engagement and organizational effectiveness: A mediated model. European Journal of Training and Development, 10(3), 140-170.